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  • The Manager's Guide to Employee Feedback
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The Manager's Guide to Employee Feedback

The Manager's Guide to Employee Feedback

By : Glenn Robert Devey
5 (3)
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The Manager's Guide to Employee Feedback

The Manager's Guide to Employee Feedback

5 (3)
By: Glenn Robert Devey

Overview of this book

Table of Contents (13 chapters)
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The Manager's Guide to Employee Feedback
The Manager's Guide to Employee Feedback
Credits
Credits
Foreword
Foreword
About the Author
About the Author
About the Reviewers
About the Reviewers
Preface
Preface
Free Chapter
1
Feedback Fundamentals
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Feedback Fundamentals
Start now!
Where are you now?
Evidence based
Activity focused
Results oriented
Specific
Honesty
Only positive language
Timed well
Summary
2
Delivering Balanced Feedback
Delivering Balanced Feedback
Meet Brian
My management calendar
Back to Brian
The WIN model
Time to practice
Grown-up appraisals
Back to Brian
Summary
3
Addressing Specific Performance Issues
Addressing Specific Performance Issues
Meet Kate
The BAR model
Tackling an uncomfortable subject
Consolidation exercise
Summary
4
Delivering a Reprimand
Delivering a Reprimand
Meet Trevor
The DESC model
Exercise – Could you have dealt better with a past reprimand?
Summary
5
Giving Feedback to Colleagues and Managers
Giving Feedback to Colleagues and Managers
Meet Simon
Deflecting negative behaviors
Techniques for sensitive discussions
Quiz: Chapters 1 to 5
Summary
6
Integrating Your New Skills
Integrating Your New Skills
Improving your delivery
A four-step plan to achieve just about anything
How to balance feedback with encouragement
Action plan
Summary
Appendix
Appendix
Chapter 1 – "Where are you now?" answers
Chapter 3 – Consolidation exercise answers
Chapter 5 – Chapters 1 to 5 quiz answers

Timed well

There's an inverse relationship between time waited and feedback effectiveness: the quicker it's delivered after the event, the more effective it will be. Time has a way of distorting people's memory of events, so you should give feedback as soon after the actual event as possible. The only condition I'm going to put on this is to wait until you are in private if it's a piece of corrective feedback. The embarrassment generated by delivering corrective feedback in public only strengthens the will of the person to justify and defend what you say. Yes you can deliver good news and recognition in front of the whole team or department when merited, but the old saying, "praise loudly and blame softly" is a wise one.

End of Section 10
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